For more than half a century scenario planning has been part of the toolbox for many strategic planners. The usefulness of the scenario approach is emphasized in turbulent times, as the ones we are ...living at present. Besides having proven its role in traditional strategic decision making, scenario planning can create value for a number of different purposes. In this article we briefly describe the history of scenario planning and its application in the field of strategy. Our main contribution is in highlighting other application areas for scenarios, like innovation, leadership, branding etc. Scenarios are in our opinion an excellent method to create appreciation for alternatives. And, at best, they contribute to exploration and learning of strategic territories that the decision maker has not been paying attention to. From “thinking the unthinkable” we now use scenarios to spot opportunities and build road maps to preferable futures. A proper scenario process allows disagreement of potential developments become an asset for the organization, fostering a constructive strategic discussion. And uncertainty becomes a friend, not a risk.
Leadership characteristics and digital transformation Porfírio, José António; Carrilho, Tiago; Felício, José Augusto ...
Journal of business research,
January 2021, 2021-01-00, 20210101, Letnik:
124
Journal Article
Recenzirano
Odprti dostop
Digital transformation (DT) is essential for all companies and industries, depending crucially on systems, IT, strategy, and people. In this research, we analyse how firms’ characteristics, ...associated with management characteristics, promote DT in Portuguese companies. The model considers the relationship between digital strategy and corporate and business strategy, according to firm and management characteristics. We use a multilevel analysis, applying fsQCA to data obtained from 47 Portuguese firms. The results represent an important step forward in the knowledge of the conditions to promote higher stages of DT, especially regarding leadership and management associated with certain firms’ characteristics. The conclusions support the crucial role of leadership and especially the importance of managers’ coherence towards companies’ mission to promote more advanced stages of DT. At the same time, it contributes to develop knowledge about the best possible combination of firms’ and management characteristics to promote DT.
This study explores the link between financial performance and the formal strategic planning process, planning flexibility, and innovativeness of 448 firms in a multi-industry sample. The results ...suggest that firms' formal strategic planning processes and planning flexibility are positively associated, and each is positively related to innovativeness. In addition, innovativeness fully mediates the relationships between firm performance and the formal strategic planning process and planning flexibility.
The rapid growth of digital technologies and the extraordinary amount of data that devices and applications collect each day are increasingly driving companies to radically transform the business ...architecture through which they create and appropriate value. However, companies may fail to extract value from digital transformation due to the disconnection between strategy formulation and strategy implementation. Through the analysis of three case studies of firms that digitally transformed their business—namely ABB, CNH Industrial, and Vodafone—this article presents a framework than can help companies implement their digital transformation strategy and thereby renovate their business model.
In our research, we cover the problem of strategic planning in the modern period within a separate organization. Long-term fixed strategies are losing their relevance in an unstable, constantly ...modernizing world. During the CAVID-19 crisis, companies realized the need for changes in the direction of digital transformation. Features of digitalization cause the need to form a new strategy of the organization, the implementation of which requires certain actions. The purpose of the study was to justify these actions. After studying the material that makes up the new corporate strategy, we identified the requirements for its implementation with maximum results. The research substantiates the concepts of corporate strategy, corporate culture, digitalization and its features. The results of the research will become recommendations for modern companies in the formation and implementation of corporate strategy.
The paper analyzes theoretical models of relations between executive authorities of federal subjects of the Russian Federation, municipalities (client) and organizations providing services for ...creating social and economic development strategies (strategic consultant). The authors study the evolution of these relations and the market of territorial strategic consulting from the moment of the emergence of territorial strategic planning in Russia to the present. The researchers identify factors causing serious changes in the models of relations “consultant – client” after the adoption of the Federal Law “On Strategic Planning in the Russian Federation” and tightening of public procurement standards. Theoretical constructions are supported by the statements of the heads of several leading Russian consulting teams. The authors have made a simplified classification of consultants, which includes “innovator”, “pragmatist”, “operator of changes”, and a classification of clients, which includes “progressor”, “formalist”, “populist”. The paper identifies essential characteristics of emerging substantive relationships: positioning of the advisor (“innovator” or “outsourcer”), depth of involvement of the parties into the strategizing process, level of client’s boss participation, form and regularity of communications, compatibility of worldviews. The authors identify two basic models. The preferred one is “partnership under the leadership of an consultant” and the ineffective one is “domination of a client with a low interest”. At the same time, the key characteristic is positioning of the consultant, which is connected with the market segmentation of the territorial strategic consulting. The researchers identify the problem of “tiredness” from standard strategic planning and propose options to modify this process. The authors systematize the problems that complicate the formation of an effective model of relations “consultant – client” associated with the selection and hiring of a consulting system according to the rules of public procurement and give recommendations for the improvement of the strategic planning process which are addressed to clients and consultant and are based on approaching to the model of their relations, which has been seen as the most productive.
The purpose of the study is to collect and analyze the complete database of social and economic development strategies of Russian cities with the population exceeding 100 thousand people approved by ...local regulatory acts in the period between mid-2014 (that is, after the adoption of the Federal Law “On Strategic Planning in the Russian Federation”) and the end of 2019. The task is challenging because despite the presence of the public federal state register of strategic documents in Russia, it does not contain complete and accurate information about documents at the municipal level. The studied range includes 168 cities. The search studies official websites of city administrations and legislative bodies as well as other open sources. Many documents are found on the websites of legal reference systems or in regional databases of strategic documents. As a result of the research, the database of documents under study includes 94 new strategies approved in 87 cities, which is about 51.8% of all cities in the studied group. In addition, 21 strategies had been updated and so only 60 cities out of 168 did not have an updated (in the sense of compliance with the Federal Law) strategy at the end of 2019. The analysis of the territorial distribution of cities that approved strategies after the adoption of the law shows the relative leadership of the cities of the Ural Federal District, the Siberian Federal District and the Far Eastern Federal District on strategic planning. On the basis of the results of studying the dynamics of approving strategic documents, the authors propose an updated periodization of strategic planning at the city level: Stage 1 – from 1997 to 2006 (“innovative strategic planning”); Stage 2 – from 2007 to 2014 (“mass proactive strategic planning”); Stage 3 – from 2014 to 2018 (“legal strategic planning”).
Strategic Vision and a clear definition of Business Success are vital elements of strategic planning for all creative businesses and cultural enterprises. A Vision sets out the aspirations for the ...future of a creative business or cultural enterprise. This Strategic Vision is the ‘dream’ of the future, a picture painted in words, which is intended to inspire people by appealing to the heart as well as the head. One of the leader’s main functions is to inspire people towards a vision. This is ‘Inspirational Leadership’. A Strategic Vision must be a Shared Vision, embraced by everyone in the business or organisation - not only the leader, the senior management team and key staff.
State programs of federal subjects and municipalities of the Russian Federation have a heterogeneous structure which is connected with regional and municipal legislation and which sets different ...requirements for the content of documents. The current order violates the integrity of the system of strategic planning documents, does not ensure the coordination of goals and objectives between the federal, regional and municipal levels of the government, which in turn does not allow for a comprehensive monitoring of implementing regional and municipal documents at the programming level, but also does not make it possible to assess the contribution of federal subjects of the Russian Federation and their municipalities to achieve national development goals. The standardization of the structure of state programs of federal subjects and municipalities of the Russian Federation will contribute to the introduction of digital technologies into the practice of state and municipal administration, which can be based on the use of cognitive technologies for the analysis of strategic planning documents. The authors formulate specific proposals and practice-oriented recommendations for unification of state programs of federal subjects and municipalities of the Russian Federation on the basis of the analysis of the federal, regional and municipal legislation establishing the requirements for the order of development and content of state programs of subjects and municipalities of the Russian Federation. The paper shows that the unified structure of state programs of federal regions, republics and municipalities can be used in developing a “constructor” of strategic planning documents, the creation of which is possible on a digital platform for the interaction of strategic planning participants. This approach will allow users of the digital platform to generate digitally various types of strategic planning documents.
PDF
